QFD Construction: A Step by Step Process: System Level

Measure/Identify
QFD Construction: A Step by Step Process
SYSTEM LEVEL
SUB-SYSTEM LEVEL
MANUFACTURING
PROCESS LEVEL
1 TGG 9/98
Measure/Identify
Objective
Upon Completion of this Module the student is

expected to have a fundamental understanding of
Quality Functional Deployment
(QFD)
This Includes the fundamental process of

requirements flowdown as well as the use of the
“house of quality” as a tool to achieve the
flowdown of requirements.
2 TGG 9/98
Measure/Identify
What are we Going to Cover ???
What is QFD?
When Do I use it?
What are the Benefits?
How do I make a “House of Quality”?
What do I Get out of the “House”?
How do I do a Subsystem “House”
Anything Else?
3 TGG 9/98
Measure/Identify
Where does the QFD Tool fit in the DFSS Process?

FOR REQUIREMENTS I.D.. AND FLOWDOWN
Key Tools
• QFD/FMEA/RCA DFSS Phases
Identify Customer/Product Requirements
• FMEA
• Create Winning Products IDENTIFY
• Target Costing
Identify Technical Requirements
(CTQ Variables) and Limits
(Measure) I
Formulate Concept Design
• Smart Simple Design
• Risk Assessment
Identify Potential Risks
• FMEA
• Engineering Analysis
• Simulation For Each CTQ, Identify
• DOE
Design Parameters DESIGN
(Analyze) D
• System Engineering Find Critical Design Parameters
• Analysis Tools (FEM, etc.) and Their Influence on the CTQ
(Transfer Functions)
Assess Process Capability to Achieve

• Mfg Database & Flowback Tools Critical Design Parameters and Meet CTQ Limits
• Process Capability Models

Optimize Design to Minimize
Sensitivity of CTQ's to Process Parameters
•Robust Design OPTIMIZE
Error Proof
(Improve) O
• Monte Carlo Methods
Perform Tradeoffs
Determine Tolerances to Ensure That
• Tolerancing (Statistical, 1D, 2D, 3D) All CTQ's are Met
• Six Sigma Tools Estimate σ (DFSS Scorecard) and Cost
Exception Review
• Accelerated Testing Identify Future

Test & Validation Mfg/Design VALIDATE
• Reliability Engineering Assess Performance, Failure Modes,
Improvements (Control) V
Reliability and Risks
• FMEA
Tollgate/Design Review
• Disciplined NPI
4 TGG 9/98
Measure/Identify
What is Quality Functional Deployment (QFD)?

• A method to systematically focus on customer needs
• A way to insure customer requirements are met by GETS
measurements/requirements.
• Insures customer requirements are measurable, actionable and
potentially capable of improvement.
• A tool to help identify system and component performance CTQ’s
• Identifies dimensional CTQ’s and manufacturing processes
that affect these CTQ’s
• Addresses Commercial Quality process CTQ’s
Connect the voice of the customer to

the design process
5 TGG 9/98
Measure/Identify
QFD Flowdown
• Houses of quality are designed to flow requirements
down to system, sub-system, component and
manufacturing level.
• There is no one method to generate houses of quality.
• Assuring proper QFD flowdown takes planning.

(How will my Houses of Quality flow down to the
level that I need?)
THIS IS CRITICAL TO ENSURE THE

VISION/GOAL OF QFD ARE MET.
6 TGG 9/98
QFD FLOWDOWN PROCESS Measure/Identify
System Req’s/Measurements
Customer Needs
Sub-System # 1 Functional Measurements

Component Design Features
Sub-System # 1 Funct. Measmts.

Manufact. Process
Comp. Design Features

CQ Process QFD’s are
Typically at This level
7 TGG 9/98
Measure/Identify
What Types of QFD’s can be generated?

All QFD’s provide a structured method for
determining key features and ranking their
importance relative to other key features.
Address Key Address Various Address Key

System/Functional Concepts Process
Requirements Steps
(CTQ Flowdown) (Commercial Quality)
Design and set up the QFD to yield the greatest impact.
8 TGG 9/98
Measure/Identify
Why use a QFD?

• To improve the completeness of all specification types, and to trace
them directly to customer needs and wants.
• To improve the communication of customer wants throughout the

organization.
• To better identify performance CTQ’s and identify key processes

which affect these CTQ’s.
• Resource Management Tool: By understanding the characteristics

that drive customer needs and wants, resources can be allocated
more effectively.
• To Decrease the total time to design a System or Process

9 TGG 9/98
Measure/Identify
When Do We Use a QFD?
Simply Put,
Anytime you want to insure that you

understand Customer needs and wish to
translate those needs into prioritized,
measurable requirements.
10 TGG 9/98
Measure/Identify
Importance of System/Subsystem Level Requirements
- Early requirement development has a large impact on system producibility.

- Requirements development is a significant problem in many organizations.
- Occasionally detailed designs are begun without firm requirements.
- Inexpensive to make changes during early system design.

- Integrated Product Teams (Downstream?)
- Identifies early parts and process issues.

- Concentration is on performance issues.
- Performance enhancements may be gained through statistical analysis.

- In addition to potential performance defects reduction.
- System Design Margin.
- Intelligently allocate variance throughout the system (Error budget analysis)
QFD can be the tool to achieve the above information

If it is set up properly!
11 TGG 9/98
Measure/Identify
QFD Benefits
• Shorter Development Time
• Fewer Engineering Changes
• Reduced Introduction Costs
• Satisfaction of Customer Needs
• Ready Reference
Resource Resource Allocation
QFD Traditional
Resource
up front Time
12 TGG 9/98
System Level QFD - HOUSE OF QUALITY Measure/Identify
Purpose of the system level house is

to relate basic customer needs to
system level requirements and
Technical measurements.
Correlations
System Level Requirements/

Measurements
1 2 34 5 6 7 8 9
Competitive Satisfaction performance

Customer Satisfaction performance
Normalized Raw Weight

Importance to Customer
Customer
Relationships
Improvement Ratio
Needs
Difficulty Ranking
Between Customer Needs
Planning Matrix
and System Requirements
Raw Weight
Sales Point
Goal
Priorities
13 TGG 9/98
System Level QFD Measure/Identify
Step 1: Determining the Customer Needs
• Gathering the needs of the customer is critical; the most important step is
to make sure the right people are present to determine those needs.
– Purchaser of the product

– Account Manager, Program Manager, Project Leader
– Field Service Engineers
– Marketing Representatives
– Systems, Component Engineers
– Process Owners/Stakeholders
– Process Users
• To make sure that all the customer needs have been documented, several
sessions with different customers may be necessary.
• Customer needs should be general and consist of 15-20 items.
14 TGG 9/98
• Once the team is assembled, set the boundary for the session:
1. Who are the customers?

(End users, OEM, Field service shops, etc.....)
2. Define what the product/system is that you will be focusing on.

(7FDL EFI engine, AC4400, DASH-7, main cab, AC6000)
• Begin by determining all the “Primary Needs of the Customer”

– These are needs which are very general in nature.
(Robustness, Durability, Capacity, Performance etc....)
– Some common Categories of Primary needs can be derived from the…….
KANO MODEL
15 TGG 9/98
• KANO Model -
Buckets the needs of the customer in primary categories:
– Performance: This is the main reason customers buy our products. That
is to move passengers or freight.
– Capacity: One of the first decisions made is how many passengers or how
much freight must be hauled at any given time.
– Perceived Quality: Includes the aesthetic elements (fit, feel, finish) of our
products. Noise, vibration and overall comfort are considered here.
– Convenience: This includes the ease of use, handling during operation

and accessibility of on-board equipment.
16 TGG 9/98
• KANO Model - (Continued)
– Cleanability: When it comes out of the wash, is it clean?
– Reliability and Durability: No breakdowns, 92 day minimum

maintenance
schedule.
– Safety and Conformance: Is designed with safety as the most important

factor, Pertains to all FRA and International regulations.
– Installation and Distribution: Unit dimensions and environmental

conditions to consider.
– Serviceability: If it does break, can it be fixed?
Primary Categories are Generic In Nature

17 TGG 9/98
Kano Model Measure/Identify
Customer Enthusiasm
Performance
Needs
Excitement
Needs
Poor Good
Primary
Basic Needs
Needs
18 TGG 9/98
Measure/Identify
Configurations and features are NOT

Customer requirements. They are concepts
which help satisfy a Primary need.
Air Conditioning is a feature which satisfies a customer need for Comfort

TM
Smart Display is a feature which satisfies a need for useability
TM
Locotrol is a feature which satisfies a performance need
19 TGG 9/98
Example
Step 1: What is the Desired Result?

We want to generate a System Level QFD for our 7HDL Engine.
This QFD will help identify performance CTQ’s.
Step 2: What is the product?

7HDL Diesel Engine with Electronic Fuel Injection
Step 3: Who are the Customers?
Railroad Companies (Domestic) Unit Exchange Service

Railroad Companies (International) Field Service Shops
We have set the boundaries of the QFD. Now

we can start addressing the primary needs.
20 TGG 9/98
Examples of Customer Needs
Product Commercial Quality

Fuel Consumption Actual Cost
FRA Compliance Reliability
EHS Delivery
Emissions Supplier Flexibility
Reliability Inventory
Availability Start Up Time
Durability Warranty
Robustness Quality
Performance Workforce Stability
Delivery Market Share
Cost Premium Price
Serviceability/Maintainability Days to quote
Perceived Quality .
. .
. .
etc. etc.
21 TGG 9/98
Fuel Consumption
FRA Compliance
EHS
Emissions
Reliability
Availability
Durability
Robustness
Performance
Delivery Customer
Cost Needs
Serviceability/Maintainability Section
Perceived Quality Complete!
22 TGG 9/98
• Once the Customer Needs section has been completed, the next step is
to generate the
planning matrix.
Technical
Correlations
Next Section
Measurements
1 2 34 5 6 7 8 9


Customer
Relationships
Improvement Ratio
Needs
Difficulty Ranking
Planning Matrix
Raw Weight
Sales Point
Goal
Priorities
23 TGG 9/98
- This section weighs various factors for each customer

need, giving us a better understanding as to which needs
are the most important.
The Planning Matrix Addresses the Following Questions
• How important is this need to the customer?
IT MAY ALSO BE USED TO ADDRESS:
• How well are we meeting these needs today?

• How is the competition doing?
• How well do we want to do in meeting these needs?
• How much time and resource are required to meet these needs?
• If these needs are met, do we sell more products?
24 TGG 9/98
Column 1 - IMPORTANCE TO CUSTOMER.

There are four types of weighting factors generally used:
Each customer need is ranked on a scale from 1 to 5.
- Absolute Importance: (5 being most important).
Advantage: good range of values.
Disadvantage: only five rankings available.
- Weighted Importance Each customer need is ranked either a 1, 3 or 9.

Advantage: rankings are weighted.
Disadvantage: only three rankings available.
Each customer need is ranked on a scale from 1 to 100.

- Relative Importance: Advantage: many different rankings for needs.
Disadvantage: tends to be biased on one side of scale.
(e.g.. ranges of 40-80)
Ranked by order of importance. (15 customer needs,

rank them from 1 to 15, 15 being most important)
- Ordinal Importance: Advantage: Forces different ranks for each need.
Disadvantage: does not account for needs that are of
equal importance.
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Column 2 - Customer Satisfaction Performance:
How the customer views us currently with respect to their needs.

(SAME RATING SCALE must be used for this section as in
IMPORTANCE TO CUSTOMER” column.)
Column 3 - Competitive Satisfaction Performance:
How the customer views our competition with respect to their needs.
“IMPORTANCE TO CUSTOMER” column.)
NOTE !
- This data should be formally obtained.
- All entries must have values; no question marks or blanks.
- Avoid using averages; the results may be misleading.
(have the customer reach consensus between themselves with respect
to Us and our Competition’s Satisfaction Performance)
26 TGG 9/98
Column 4 - Goal:
The level of each need which the “group” wants to achieve.
Team should reach consensus on the goal for each customer need.
IMPORTANCE TO CUSTOMER” column.)
Example
- Reliability has an Importance ranking of 5.
Our Customer satisfaction ranking today is 2,
and the Competition is ranked 3.
Should our Goal be set at 3, 4, or 5?
27 TGG 9/98
Measure/Identify
Column 5 - Improvement Ratio:
The Ratio of goal versus current performance.
GOAL
Improvement Ratio =
Customer Satisfaction Performance
Ratio > 1 means we are currently below our goal

Ratio < 1 means we are currently exceeding our goal
Ratio = 1 means we are currently meeting our goal
28 TGG 9/98
Measure/Identify
Column 6 - Difficulty Ranking:
How Difficult would it be to move from Current Performance

to the Goal.
1.0 = No change / not difficult
1.2 = Moderately difficult improvement
1.5 = Difficult improvement
Column 7 - Sales Point:
Is there any sales advantages in reaching our goal?
1.0 = No sales point advantage

1.2 = Medium sales point advantage
1.5 = Strong sales point advantage
29 TGG 9/98
Measure/Identify
Column 8 - Raw Weight:
Importance of Customer need based on ratings in planning matrix.
Raw Weight = (Importance to Customer x Improvement Ratio x Sales Point)

Difficulty Ranking
Column 9 - Normalized Raw Weight:
Normalized Raw Weight = Raw Weight

∑ Individual Raw Weights
• These calculations give us a quick view for analysis

• Allows team to identify, resource and focus on the highest needs
• Not all items in planning matrix need to be used - tailor QFD to your needs
30 TGG 9/98
Example:
Customer Satisfaction Perform.

Importance to CSX (1,3,9)

Forced Ranking (13-1)
Improvement Ratio
Difficulty Ranking
Raw Weight
Sales Point
Goal
Fuel Consumption 9 5 1 9 9.0 1.5 1.5 81.0 27.1
FRA Compliance 9 13 9 9 1.0 1.0 1.0 9.0 3.0
EHS 9 12 3 9 3.0 1.2 1.0 22.5 7.5
Emissions 9 11 3 9 3.0 1.5 1.0 18.0 6.0
Reliability 9 10 1 9 9.0 1.5 1.2 64.8 21.7
Availability 9 9 3 9 3.0 1.2 1.2 27.0 9.0 Included are
Durability 3 3 3 3 1.0 1.0 1.0 3.0 1.0 three different
Robustness 3 2 3 3 1.0 1.0 1.0 3.0 1.0
ranking methods;
Performance 9 8 9 9 1.0 1.0 1.5 13.5 4.5
9 6 9 9 1.0 1.0 1.5 13.5 4.5
we will see later
Delivery their effects on
Cost 9 7 3 9 3.0 1.2 1.5 33.8 11.3
3 4 1 3 3.0 1.5 1.2 7.2 2.4 system functional
Serviceability/Maintainability
rankings
Perceived Quality 3 1 3 3 1.0 1.0 1.0 3.0 1.0
31 TGG 9/98
Commercial Quality Planning Matrix: Measure/Identify
Importance Weighting
Hows to Satisfy Wants:
Customer Needs
Actual Cost 5
Reliability 5
On-Time Delivery 5
Supplier Flexibility 3
Inventory 3
Start up Time 1
Warranty 3
Importance Rating
CTQ’s >=4.5 Sigma 5
scale used was 5,3,1
Workforce Stability 5
32 TGG 9/98
Technical
Correlations
Next Section
Measurements
1 2 34 5 6 7 8 9


Customer
Relationships
Improvement Ratio
Needs
Difficulty Ranking
Planning Matrix
Raw Weight
Sales Point
Goal
Priorities
33 TGG 9/98
Measure/Identify
System Functional Requirements and Internal Measurements (How’s)
Once the Customer Needs and Planning Matrix sections are

complete, the next step is generating the System
functionality/Requirements and Measurements.
• The questions to ask are:

“How do we measure the customer needs”and
“What are the system functional requirements”?
•This section addresses the functionality of the system.
When Generating the Functional Requirements/Measurements, keep in mind:
Customer need Measurements (Tractive Effort, Weight, Curve Radius etc..)

System Requirements (Voltage, HP, Altitude, etc..)
Business Measurements (F/LY rate, Promises Kept, Service Response Time, etc.)
Process Measurements (# Steps, # of Sources, CpK, Cycle Time, Run Frequency)
34 TGG 9/98
Determining Technical Requirements Measure/Identify
Purpose: To determine the specifications needed to satisfy the customer needs.
1.) Define the customer needs.

2.) Brainstorm potential specifications - “How do we measure _______?” (customer need).
3.) Evaluate each idea. Are they:
Relevant (will this really help measure the achievement of the customer want?)
Measurable (can you put a number or measurement units on it?)
Controllable (Desired, but not always applicable (e.g.. Ambient Temp))
Proactive (as early as possible - definitely before the final product is delivered.)
Generic (can this measure be applied to widely different design concepts?)
Practical (is the measure easy, fast and economical to make?)
4.) Consolidate ideas and eliminate others so that the smallest, most complete list is formed.
5.) Considering the remaining ideas, ask “If we achieved these specifications at the right
values, would we satisfy the customer want?”
6.) If the answer to the above is YES, then you’re done.

If NO, add what is needed and go back to item 5.
7.) List should not be larger than 30-35 items.
35 TGG 9/98
7HDL Engine System Requirements/Measurements(How’s): Measure/Identify
FRA Compliance Cost Durability

Leaks $ (Operating and Service/Yr) Days between service
$ (ACO) Megawatt hours to overhaul
EHS Vibration generation (mils, mm/sec)
Recordables/Year Delivery Shock Capability (g’s)
Noise Level (dB/distance) On time to schedule (re: shipment)
Order to remittance cycle (days) Robustness
Emissions Insensitivity (fuel/oil) (% contaminants)
Emissions grams/HP-hour Fuel Consumption
grams/HP-hour (fuel) Perceived Quality
Reliability Better Aesthetics
Failures /Locomotive-Year Serviceability/Maintainability
Removals/Locomotive Year # of part numbers/function
Time to replace RU (hours)
Availability # of special tools
Train Delays/Loco-Year # of different tools
RU Packaging shelf life (days)
Performance RU Removal Envelope (cm^3)
Horsepower (HP) Locomotive Interfaces (envelope)
Altitude (m) Non-Interchangeability (maintenance defect
Horsepower/Altitude-deg C proof)
Grams /HP-hour (oil)
Engine Weight (kg)
Temperature Capability Range(deg C)
Engine Responsiveness (% HP/sec)
Horsepower/Temp-Time (tunnel operation)
36 TGG 9/98
Examples of Requirements/Measurements Measure/Identify
Commercial Quality
Cost ($)
Failures (F/LY)
Quality (DPMO)
Delivery performance (Days)
# Sources
$ Consigned
Inventory # Days Forward
Startup Cycle (# weeks)
# Years Warranted
% Warranty Covered by Supplier
Accepts Labor Coverage (Y/N)
Risk Rating
Quote Cycle (Days)
.
.
etc.
37 TGG 9/98
More is better is indicated by a
$ (Operating and Service/Year)
Leaks
Horsepower (HP)
- This lets us know if more of this particular function is better,
Another section of the house is the Direction of Improvement:

Failures/Loco Year
less is better or if it operates best if it is on a specified target value.
Emissions (g/Hp-Hr)
System Requirements/Measurements (How’s)

Removals (Removal/Loco Year)
Fuel Consumption (g/HP-hr)
Altitude (Meters)
Specified target is indicated by an X (0)
Train Delays (Delays/Loco Year)
Direction of Improvement Ambient Temp Range (deg C)

Days between Service
Vibration (mils, mm/sec)
$ ACO (Initial)
# of part Numbers/function
Insensitivity (% contaminents (Fuel/Oil))
(+1) Less is better is indicated by a
Megawatt Hrs to Overhaul

Recordable Injuries/Year
38
Non-Interchangeability (error proof)

Engine Responsiveness (%HP/sec)
On Time to schedule (Cust want Date)
Horsepower/altitude-deg C
Noise Level (db per distance)
Time to replace RU’s (hours)
Horsepower/Temp-Time (tunnel)
# special tools
RU packaging shelf life (days)
Locomotive Interfaces (Envelope)
Order to Remittance Cycle (Days)
RU Removal Envelope (Hrs)
Measure/Identify
Engine Weight (Lbs/kgs)

# Different Tools
TGG 9/98
Oil Consumption (g/HP-Hour)

Better Aesthetics
(-1)
Shock Capability (g’s)

Technical
Correlations

t i on
Measurements ec
S
1 2 3t 4 5 6 7 8 9
ex
N


Customer
Relationships
Improvement Ratio
Needs
Difficulty Ranking
Planning Matrix
Raw Weight
Sales Point
Goal
Priorities
39 TGG 9/98
RELATIONSHIPS:
• Identify the links (any relationship at all) between the Customer

Needs and the System requirements/Measurements (how’s)
• Use a non-linear scale to rate the strength of the relationship
• Most commonly used values are:
9 = Strongly Linked Relationship

3 = Moderately Linked Relationship
1 = Possible / Weak Linked Relationship
If no relationship exists, then leave it blank!
40 TGG 9/98
Step 1: Fill out the relationship matrix.
NOTE: When determining the relationships of System

Requirements/Measurements (How’s), each group will have it’s own
preference, either across rows or down columns. Use the one which
the group is most comfortable with.
Step 2: Once the matrix is complete, “Priorities” can be calculated.
- This is the calculation that ranks the importance of the measurements.
Priority Number = Σ(Relationship Value X Raw Weight (OR Importance value))
for each technical response(How)
This gives us our internal Priorities and Performance/System Functional Level CTQ’s.
41 TGG 9/98
Calculating Priorities Measure/Identify

Better Aesthetics
............
FR A C om pliance 9
EHS 9
E m issions 3 9
3*9= 27
R eliability 9
A vailability 9
Perform ance 9
C ost 1*9= 9 1 9
D elivery 9
Fuel C onsum ption 1*3= 3 9
Serviceability/M ainainability 1 3
D urability 9*3= 27 3
R obustness 66 3
Percieved Q uality 9 3
Im portance of
66
W eighted R ankings
0
42 TGG 9/98
Calculating Priorities Measure/Identify
Customer Satisfaction Perf


Forced Rankings (13-1)
Improvement Ratio
Difficulty Ranking
Shock Capability (g’s)
............
Better Aesthetics
Raw Weight
Sales Point
Goal
FRA Compliance 9 13 9 9 1.0 1.0 1.0 9.0 3.0%
EHS 1 9 12 3 9 3.0 1.2 1.0 22.5 7.5%
Emissions 3 9 11 3 9 3.0 1.5 1.0 18.0 6.0%
Reliability 1 9 10 1 9 9.0 1.5 1.2 64.8 21.7%
Availability 9 9 3 9 3.0 1.2 1.2 27.0 9.0%
Performance 9 8 9 9 1.0 1.0 1.5 13.5 4.5%
Cost 1 9 7 3 9 3.0 1.2 1.5 33.8 11.3%
Delivery 9 6 9 9 1.0 1.0 1.5 13.5 4.5%
Fuel Consumption 9 5 1 9 9.0 1.5 1.5 81.0 27.1%
Serviceability/Mainainability 1 3 4 1 3 3.0 1.5 1.2 7.2 2.4%
Durability 3 3 3 3 3 1.0 1.0 1.0 3.0 1.0%
Robustness 3 3 2 3 3 1.0 1.0 1.0 3.0 1.0%
Percieved Quality 9 3 3 1 3 3 1.0 1.0 1.0 3.0 1.0%
Importance of
66
45
Weighted Rankings
Forced Ranking
122 53
114 40
Importance
Raw Weighting
Importance
43 TGG 9/98
Rankings
% Importance of Forced Raw
Rankings
% Importance of Forced Raw
Raw Weighting Importance
Rankings
% Importance of Forced
Rankings
% Importance of Forced
Forced Ranking Importance
Rankings
% Importance of Weighted
Rankings
% Importance of Weighted
Rankings
Importance of Weighted
8.5% 2048 6.0% 401 6.3% 435 $ (Operating and Service/Year)
6.1% 1465 7.8% 517 6.8% 468 Leaks
5.5% 1341 4.4% 291 4.8% 333 Horsepower (HP)
5.3% 1287 5.0% 333 5.2% 360 Failures/Loco Year
5.3% 1285 4.2% 280 5.1% 354 Emissions (g/Hp-Hr)
5.2% 1269 4.8% 321 5.0% 342 Removals (Removal/Loco Year)
5.2% 1264 3.7% 245 4.3% 294 Fuel Consumption (g/HP-hr)
5.1% 1225 3.9% 261 4.2% 288 Altitude (Meters)
5.1% 1222 4.2% 279 4.3% 297 Train Delays (Delays/Loco Year)
4.3% 1050 3.5% 235 3.6% 246 Ambient Temp Range (deg C)
4.1% 998 5.3% 351 5.1% 351 Days between Service
3.5% 849 3.1% 209 3.2% 219 Vibration (mils, mm/sec)
3.5% 848 2.7% 176 2.9% 201 $ ACO (Initial)
3.2% 782 2.4% 161 2.2% 150 # of part Numbers/function
44
2.9% 710 2.9% 195 2.9% 198 Insensitivity (% contaminents (Fuel/Oil))

2.9% 699 3.6% 238 3.4% 237 Megawatt Hrs to Overhaul
2.4% 590 3.5% 234 2.7% 189 Recordable Injuries/Year
2.2% 536 2.5% 163 2.3% 162 Non-Interchangeability (error proof)
2.2% 536 2.8% 189 2.9% 198 Engine Responsiveness (%HP/sec)
1.8% 431 2.0% 133 2.2% 153 On Time to schedule (Cust want Date)
1.8% 430 1.9% 128 2.0% 141 Horsepower/altitude-deg C
1.7% 418 3.9% 259 3.0% 207 Noise Level (db per distance)
1.7% 418 2.1% 141 2.1% 144 Time to replace RU’s (hours)
1.6% 383 2.2% 143 2.2% 153 Horsepower/Temp-Time (tunnel)
1.3% 324 1.9% 123 1.7% 117 # special tools
1.3% 318 1.2% 81 1.2% 84 RU packaging shelf life (days)
1.1% 263 1.0% 68 0.9% 60 Locomotive Interfaces (Envelope)
Measure/Identify
1.0% 230 1.2% 79 1.6% 111 Order to Remittance Cycle (Days)

0.9% 225 1.6% 104 1.3% 93 RU Removal Envelope (Hrs)
TGG 9/98
0.9% 217 1.3% 84 1.1% 78 Engine Weight (Lbs/kgs)

0.6% 151 1.0% 65 0.8% 57 # Different Tools
0.5% 128 0.9% 57 1.0% 72 Oil Consumption (g/HP-Hour)
0.5% 122 0.8% 53 1.0% 66 Better Aesthetics
0.5% 114 0.6% 40 0.7% 45 Shock Capability (g’s)
Measure/Identify
NOTE (For 7HDL Example):
The three measurements used for the customer needs (Importance,

Ordinal & Raw) have been used to calculate the technical priorities.
The priorities have been sorted by the raw weight measurement.
What do you notice about the results?
Regardless of the Ranking method, the top 11 drivers

still remain in the top 11 positions.
QFD TOOL IS ROBUST TO VARIATION
45 TGG 9/98
Measure/Identify
Commercial Quality Example:
# days (due date +/- days)
Supplier Accepts Labor /

% Warranty covered by
Mat’l Coverage (Y/N)
Supplier Risk Rating

failures/Loco Year
Importance Weighting
Capability (CpK)
# Years Covered
# Days forward
$ Consigned
$ (Dollars)
# Sources
# Weeks
Supplier
DPMO
How’s to Satisfy Wants:
Customer Needs
Actual Cost 5 9 9 3 1 9 3 9 3 9
Reliability 5 3 9 9 9 3 1 3 3 9
On-Time Delivery 5 3 9 9 3 9 1 3 9 1
Supplier Flexibility 3 9 3 3 3 9 1 9 1 1 1 3
Inventory 3 3 9 3 9 9 1 3 3 9 3
Start up Time 1 3 1 1 1 3 3 1 9
Warranty 3 9 9 9 3 1 9 9 9 9
CTQ’s >=4.5 Sigma 5 9 9 9 1 1 3 1 1 1 9
Workforce Stability 5 1 1 9 9 9 1 1 9 1
186 132 132 172 158 110 129 109 54 85 94 146 181
11.0% 7.8% 7.8% 10.2% 9.4% 6.5% 7.6% 6.5% 3.2% 5.0% 5.6% 8.6% 10.7%
46 TGG 9/98
Measure/Identify
We now have prioritized

requirements/measurements.
What do we do with them?
It depends on what the plan was:
Resource planning Capability assessment

CTQ Flowdown Resource Allocation
Process Improvement Process Development
47 TGG 9/98
GROUP EXERCISE (Coffee Maker or Lawnmower)
Break out into your groups and perform the following:
1) Determine Bounds for your product

2) Identify your competitors
3) Determine Customer Needs (8-10)
4) Select rating system for Customer Needs
5) Rate Customer Needs using selected rating system
6) Determine System Measurements/Requirements
7) Identify Direction of Improvement for each measurement
8) Fill out Relationship Matrix
9) Calculate the priority number for each Measurement
10) List the top 5 system level Measurements/Requirements
48 TGG 9/98
The next step is to map the system correlations between themselves.
Technical Next Section

Correlations

Measurements
1 2 34 5 6 7 8 9


Customer
Relationships
Improvement Ratio
Needs
Difficulty Ranking
Planning Matrix
Raw Weight
Sales Point
Goal
Priorities
49 TGG 9/98
TECHNICAL CORRELATIONS:
• Show which requirements and functions are closely linked
• Aids in mapping the impact of one requirement response to

any other requirement/measurement.
• Quickly shows which responses yield the greatest leverage.
VALUES MOST COMMONLY USED:
strong positive relationship strong negative relationship

moderate positive relationship moderate negative relationship
no relationship
50 TGG 9/98
Cost
EHS
Delivery
Reliability
Emissions
Availability
Performance
FRA Compliance
Fuel Consumption
g
Direction of Improvement
Serviceability/Maintainability
Q
Technical
9
8
7
6
5
4
3
2
1
1
10
Example:
Strong Positive
No Relationship
Strong Negative
1 $ (Operating and service/Year)
Moderate Positive
Moderate Negative
2 Leaks
3 Horsepower (HP)
4 Failures/Locomotive-Year
5 Emissions grams/HP-hour
6 Removals/Locomotive-Year
7 Grams/HP-Hour (fuel)
8 Altitude (meters)
9 Train Delays/Loco-year (e.g.NTF)
10 Ambient Temperature Capability Range (deg C)
To read this matrix, do the following:

11 Days between Service
12 Vibration generation (mils, mm/sec)
13 $ ACO (initial)
14 # of Part Numbers/function
15 Insensitivity (fuel/oil) (% contaminants)
51
16 Megawatt/hours to overhaul
17 Recordable injuries/Year
18 Non-Interchangeability ( Maintenance defect proof)
19 Engine Responsiveness (%HP /sec)
20 On time to Schedule (re: shipment)
21 Horsepower /altitude-deg C
Correlations -”QFD Capture”
22 Noise Level (dB per Distance)
23 Time to replace RU’s (hours)
24 Horsepower/Temp-Time (tunnel Operation)
25 # of special tools
26 RU packaging shelf-life
27 Locomotive Interfaces (envelope)
28 Order to Remittance Cycle (days)
29 RU Removal Envelope
30 Engine Weight (lbs/kgs)
31 # of different tools
32 Grams / HP-hour (oil)
33 Better Aesthetics
34 Shock Capability (g’s)

second system requirement/measurement reach its desired direction of improvement?”
TGG 9/98
30
9.0
9.0
9.0
9.0
9.0
9.0
9.0
9.0
9.0
1 Importance to the CSX

another system function/requirement and its direction of improvement. Ask the following
Look at one system function/requirement and its direction of improvement. Compare it to
40
5.0
6.0
7.0
8.0
9.0
10.
11.
12.
13.
2 Forced Rankings
Measure/Identify
question: “If I move system requirement #1 in its direction of improvement, does it help the
Technical Correlations - Excel Measure/Identify
7FDL 1
-1 Air Temp to Turbo 2 Correlation Key
1 Air Pressure to Turbo 3 1 - Strong Positive Impact, Left to Bottom
-1 Air Quality to Turbo(Contam Level) 4 2 - Strong Positive Impact, Bottom to Left
1 Turbo Charge Air Flow(M-Fl) 5 6 6 3 - Strong Negative Impact, Left to Bottom
-1 Turbo Charge Air Temp 6 2 6 6 4 - Strong Negative Impact, Bottom to Left
-1 Manifold Air Temp 7 2 2 2 2 5 - Moderate Positive Impact, Left to Bottom
0 Coolant Temp from PA 8 6 6 6 6 6 6 - Moderate Positive Impact, Bottom to Left
-1 Oil Quality from Main Frame(Part Level) 9 7 - Moderate Negative Impact, Left to Bottom
0 Oil Temp from Main Frame 10 6 6 6 6 6 6 8 - Moderate Negative Impact, Bottom to Left
0 Speed 11
0 Power to Coolant Pump 12
0 Power to Oil Pump 13
0 Torque to Alternator 14 Direction of Improvement
-1 Vibration 15 6 6 6 6 8 Maximize 1
0 Transient Response 16 6 6 6 6 6 Target 0
0 NOx Emissions 17 6 6 6 6 2 Minimize -1
0 HC Emissions 18 6 6 6 6 6 6
0 CO Emissions 19 6 6 6 6 6
0 Particulate Emissions 20 6 6 6 6 6 2
0 CO2 Emissions 21 8 8 8 8 8
0 Smoke (Steady State) 22 2 2 2 2 6 2
0 Smoke (Transient) 23 2 2 2 2 6 2
-1 Heat 24 6 6 6 6 6
-1 Noise 25 6 6 6 6 8 2,1
26
0 Air Quality (Humidity) 27
0 Air Quality (Oxygen Level) 28
29
30
31
Oil Quality from Main Frame(Part Lev
Air Quality to Turbo(Contam Level)
Turbo Charge Air Flow(M-Fl)
10 Oil Temp from Main Frame
28 Air Quality (Oxygen Level)

12 Power to Coolant Pump
Turbo Charge Air Temp
Coolant Temp from PA
20 Particulate Emissions
27 Air Quality (Humidity)

Air Pressure to Turbo
22 Smoke (Steady State)

14 Torque to Alternator
16 Transient Response
13 Power to Oil Pump
Manifold Air Temp
23 Smoke (Transient)
Air Temp to Turbo
17 NOx Emissions
21 CO2 Emissions
19 CO Emissions
18 HC Emissions
15 Vibration
11 Speed
25 Noise
7FDL
24 Heat
26
29
1
Direction of Improvement (-1,0,+1) -1 1 -1 1 -1 -1 0 -1 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 -1 -1 0 0
52 TGG 9/98
! !
E
Customer Needs
E T
PL Sub-System # 1 Functional Measurements
OM Sub-System # 2 Functional Measurements

C Sub-System # 3 Functional Measurements
Component Design Features

Manufact. Process

This completes the System Level
portion of the QFD. The next section
will focus on generating the sub-system
QFD’s using theSystem Level as the
foundation.
53 TGG 9/98
Sub-System Level QFD Measure/Identify
System Requirements/Measurements
become the needs for the Subsystem
functions.
System Req/
Measurements Sub-System
functions
Measurements
System Req/
Customer
1 Sub-System
Needs
functions
Priority Ranking Sub-System

functions
Priority
The System level Priority Rankings
SS Priority Rnk
become the Importance ratings for
the sub-system needs.
54 TGG 9/98
Sub-System QFD Measure/Identify
Importance to System
Notice how the
System Req/
Measurements
D ire c tio n o f Im ro v e m e n t
become the $ (O p e r a t in g a n d S e r v ic e /Y e a r ) 435
L eak s 468
needs which the H o r s e p o w e r (H P )
F a ilu r e s/L o c o Y e a r
333
360
Sub-System E m issio n s (g /H p -H r )
R e m o v a ls ( R e m o v a l/L o c o Y e a r )
354
342
must meet. F u e l C o n su m p t io n (g /H P -h r )
A ltitu d e (M e te r s)
294
288
T r a in D e la y s (D e la y s /L o c o Y e a r ) 297
A m b ie n t T e m p R a n g e (d e g C ) 246
D a y s b e tw e e n S e r v ic e 351
V ib r a tio n ( m ils, m m /se c ) 219
$ A C O ( In itia l) 201
# o f p a r t N u m b e r s/fu n c tio n 150
In se n s itiv ity (% c o n ta m in e n ts (F u e l/O il)) 198
M e g a w a tt H r s to O v e r h a u l 237
R e c o r d a b le In ju r ie s/Y e a r 189
Also, notice the N o n -In te r c h a n g e a b ility (e r r o r p r o o f)
E n g in e R e s p o n siv e n e ss (% H P /se c )
162
198
rankings have O n T im e to sc h e d u le (C u s t w a n t D a t e )
H o r s e p o w e r /a ltitu d e -d e g C
153
141
transferred N o ise L e v e l (d b p e r d ista n c e )

T im e to r e p la c e R U ’s (h o u r s)
207
144
H o r s e p o w e r /T e m p -T im e (tu n n e l) 153
from the system # sp e c ia l to o ls 117
R U p a c k a g in g sh e lf life (d a y s) 84
level. L o c o m o tiv e In te r f a c e s (E n v e lo p e ) 60
O r d e r to R e m itta n c e C y c le (D a y s) 111
R U R e m o v a l E n v e lo p e (H r s) 93
E n g in e W e ig h t (L b s/k g s) 78
# D if fe r e n t T o o ls 57
O il C o n su m p tio n (g /H P - H o u r ) 72
B e tt e r A e s th e tic s 66
S h o c k C a p a b ilit y (g ’s) 45
55 TGG 9/98
Determine the Sub-System Functional Requirements.
1) Lay out the step by step functions of the Sub-System.

(LAY OUT THE PHYSICS OF THE FUNCTIONS, NOT HARDWARE.)
2) Determine the measurements relating to each function.

(Remember that these functions will flow down to component design features,
therefore units of measurement are critical to functional blocks.)
3) Ask whether the functional blocks are detailed enough to provide the
component designer with enough information.
4) Identify all interfaces between other sub-systems.

(DON’T forget to provide units of measure for the interfaces.)
See Examples on next pages
56 TGG 9/98
7HDL Power Assembly Sub-System Example Measure/Identify
DRAW AIR INTO CYLINDER COMPRESS AIR

- Seal chamber (blow-by cfm)
- Reduce Vol.(CR), (bore/stroke), (swept vol)
- Control inlet air flow (kg/sec)
- Transfer energy from crankshaft to
- Timing (crank angle)
intake air (kW)
- Swirl (AVL Ratio)
- Piston speed (m/sec)
HEAT RELEASE
Receive Fuel (Fuel Sub-system Interface), - Mix Fuel and Air (Ratio)
(crank angle), (pressure), (volume). - Combustion (bar), (deg C),
(kj/sec), (C of HR)
Reaction Capability to firing pressure.

(Main Frame Inter-face). (kN) EXPAND HOT GASES
- Transfer Energy to Crankshaft (kW)
- Heat Rejection (kj/sec)
BMEP (Engine System Interface). (bar)
REMOVE HOT EXHAUST

Valve Timing (Camshaft Interface).
GASES
(deg), (% residual mass) - Conversion of velocity to pressure
(m/sec to bar)
Interfaces - Exhaust Flow (m^3/sec), (deg C)
57 TGG 9/98
Cooling & Lube Subsystem How’s Measure/Identify
Rejects Heat from Engine Water

Engine Cooling Water Flow (gpm) Engine Cooling Water Temp (F)
Forced airflow from Rad Fan (ACFM)
Cooling Water temp to Intercooler (F) Forced air Temp from Rad Fan (F) (ambient)
Heat rejected (BTU/Min)
Water Pressure (Psi) Air Density (Altitude) (m)
Rejects Heat from Engine Oil

Cooling Water flow from radiator (gpm)
Engine Oil Temp from Engine (F)
Cooling water temp from radiator(F)
Engine Oil Flow (GPM)
Heat Rejected (BTU/Min)
Oil Pressure (psi)
Stores Water and

Removes entrained Air Water Temp From Intercooler (F)
Radiator Water Flow (gpm) Water Temp to Intercooler(F)
Radiator Water Temp (F)
Oil Cooler water Temp (F)
Oil Cooler Water Flow (gpm) Cooling Water Temp to Engine (F)
Intercooler water Flow (gpm)
58 TGG 9/98
Determine the Sub-System Functional Requirements. (Cont’d)

5) List the subsystem Measurements and Interfaces across the top of the
Subsystem house
List of Sub-System Functions should normally be no greater than 30-35 items.
6) Rate the relationships between the system requirements/measurements and

the subsytem functional measurements/Interfaces. This is done the same
way as the system level house (0, 1, 3, 9)
7) Calculate susbsytem priority rankings.

Use the Importance values flowed down from the System level and the
subsystem relationship values from step 6
8) Determine the Direction of improvement
9) Fill out the technical correlations matrix.
59 TGG 9/98
Power Assembly Sub-System Level QFD
Removals (Removal/Loco Year)
Emissions (g/Hp-Hr)
Failures/Loco Year
Horsepower (HP)
Leaks
$ (Operating and Service/Year)
Importance of Subsystem Measurements
Percent Importance of Subsystem
Measurements
Direction of Imrovement
’
’
’
’ Draw Air into Cylinder
’
’
3.5% 9057
1
9 9 9
1
3 1 1
1
Control Inlet air flow
’
’
’
2.6% 6861 Timing (Crank angle)

’
’
’
1.8% 4671 Swirl (AVL Ratio)

’
’
’
Compress Air
’
’
’
10.1% 26529 Seal Chamber (blow-by

9
3
9
3
9
3
’
’
’
CFM)
8.7% 22770
9
Reduce Volume (CR)

’
’
’
Transfer Energy from

3.3% 8541
3
3
3
3
’
’
’
Crankshaft to Inlet Air

(Kw)
60
5.4% 14019
3
3
3
9
3
Piston Speed (m/sec)

’
’
’
Heat Release
’
’
’
4.8% 12588 Mix Air/Fuel (Air/Fuel

1
9
1
’
’
’
Ratio)
12.3% 32154
3
9
9
9
3
3
Combustion (kj/sec)
’
’
’
8.3% 21759
1
9
3
9
1
3
Recieve Fuel (crank angle)

’
’
’
6.8% 17898 Reaction capability to

9
9
3
9
’
’
’
Firing Pressure (kN)

Expand Hot Gases
’
’
’
4.9% 12882 Transfer Energy to

1
3
9
1
’
’
’
Crankshaft(kW)
10.1% 26382
3
3
3
9
3
1
BMEP (bar)
’
’
’
9.1% 23691
3
9
3
9
9
3
Heat Rejection (Kj/Sec)

’
’
’
Measure/Identify
Remove Exhaust Hot Gases

’
’
’
4.8% 12630
1
9
1
3
Valve Timing (deg)

’
’
’
TGG 9/98
1.7% 4554 Convert Velocity to

3
1
’
’
’
Pressure (m/sec to bar)
1.7% 4554
3
1
’
’
’
Exhaust Flow ( cubic m/sec)

342
354
360
333
468
435
Importance to System
GROUP EXERCISE
Break out into groups and complete the following:
1.) Fill out a Technical Correlations Matrix for your top 5

Requirements/Measurements from exercise #1
2.) Choose a sub-system and determine its functional requirements.

Start with the functional flow diagram. Try to insure that the
requirements are measurable.
3.) Flow down the system measurements/requirements and rankings

from the system level house of quality into the sub-system house.
4.) Setup the Susbsystem House.
61 TGG 9/98
!
E !
Customer Needs
ET
P L Sub-System # 1 Functional Measurements
OM Sub-System # 2!Functional Measurements
C System Req’s/Measurements
! # 3 Functional Measurements
E
Sub-System
TSub-System # 4 Functional Measurements
E
PL
M
CO Component Design Features

Manufact. Process
62 TGG 9/98
NEXT STEPS Measure/Identify
Once the System and Sub-System Level Houses are complete the designer may:
1.) Flow the Sub-System Functional Requirements/Features and their rankings

down to his/her component level QFD.
2.) Across the top portion of the component level house will go the features
that are used when designing that component (thickness, material prop,
diameters, elasticity, bearing life, Preload, Geometry, etc.).
REMEMBER, design features should also be measurable.
3.) Generate the relationships between the design features and the
sub-system functional requirements/features.
RESULT: Ranking of which design features have the strongest

relationships to the sub-system functional requirements/features
63 TGG 9/98
Plate Heat Exchanger Component QFD Measure/Identify
Priority Ranking from System QFD

Thickness of Endplates (inches)
Plate Material Strength (Ksi)
Plate Material (Composition)
Endplate Material (Strength)

Plate Surface Area (Width -
Plate Geometry ((Angles)

Gasket Material - Temp

Importance Raw Weight
Gasket Material - Fluid
Plate Thickness (mil)
Bolt Strength (Ksi)

Bolt Size (Inches)
Bolt Preload(lbf)
Compatibility
Compatibility
# of Plates
inches)
Min = 0.0%
10
11
12
13
1
3
Direction of Improvement X X X X X
Rejects Heat From Engine Water 1 30
Engine Cooling Water Flow (GPM) 2 1 1 1 1 1 1 1 1 1 1 1 11 32440 3.6%
Engine Cooling Water Temp(F) 3 1 3 9 5 66551 7.3%
Forced Air Flow from Rad Fan (ACFM) 4 1 84029 9.3%
Forced Air Temp from Rad Fan (F) 5 2 78503 8.6%
Cooling Water Flow to intercooler (GPM) 6 1 1 1 1 1 1 1 1 4 71546 7.9%
Cooling Water Temp to Intercooler (F) 7 3 76309 8.4%
Heat Rejected (BTU/Min) 8 27 5220 0.6%
Water Pressure (Psi) 9 9 9 1 1 9 9 3 9 9 9 16 22877 2.5%
Rejects Heat from Engine Oil 10 30
Etc. . . . . . . . .
. . . . . . . . .
Importance of the HOWs 1 920039 771759 234853 1316753 467205 771759 853488 1507771 62378 1972242 771759 771759 771759
Percent Importance of the HOWs 2 9% 8% 2.3% 12.8% 4.5% 7.5% 8.3% 14.7% 0.6% 19% 7.5% 7.5% 7.5%
Max = 19.2% 9 = Strong
3 = Moderate
Percent Importance of the HOWs 3 1 = Weak
Min = 0.0%
10
11
12
13
1
64 TGG 9/98
!
E !
Customer Needs
ET
P L Sub-System # 1 Functional Measurements
OM Sub-System # 2!Functional Measurements
C System Req’s/Measurements
! # 3 Functional Measurements
E
Sub-System
TSub-System # 4 Functional Measurements
E
PL
M
CO Component
E ! !Design Features
T

E
PL Manufact. Process
OM

C
65 TGG 9/98
NEXT STEPS Measure/Identify
Once the Component Level Houses are complete the designer may:
1.) Flow the Design Features and their rankings down to the
Manufacturing Process QFD.
2.) Across the top portion of the component level house will go the
processes that are used when creating that component
(drill, milling, lathe operations, heat treatment, etc.).
3.) Generate the relationships between the design features and the
manufacturing processes.
RESULT: Ranking of which manufacturing processes have

the strongest relationships to the component design features
66 TGG 9/98
QFD Best Practices Measure/Identify
Pick the “Right” Team…
• Include knowledgeable stake-holders and/or process

owners
• Diversity is better than Homogeneity
• Smaller groups (5-6) are easier to keep focused & moving
• Include someone with QFD experience (if possible)
• Recognize that experienced QFDers won’t make up for poor

preparation or team member selection
Don’t allow “representatives”… Insist on contributors
67 TGG 9/98
Plan ahead…
• Get everyone’s Buy-In & support upfront (including

management)
• Scope & Set Up the QFD in advance… what do you want to

measure? (down left side)… what are the “dials”? (across the
top)
• Ask for initial inputs ahead of the QFD session and distribute
your “first pass” to participants in advance
• If possible, hold a short planning meeting before the QFD

session… while e-mails are better than nothing, you run the risk
of participants not reviewing the materials before the session
• Over-estimate time req’d to complete QFD (including right & top)
Advance Preparation Is Absolutely Critical to Success
68 TGG 9/98
Before you start…
• Make the Goals, Roles & Benefits (“What, Who and Why”) very clear
from the start
• Share your plan on how the QFD will be used upon completion
• Set rules to keep it moving
• Decide on a “tie-breaker” method
• Address all process and/or “house-keeping” questions before you

begin
• Create the QFD “real-time” using a laptop & projector (if available)
• Excel File on the GETS NET

(Home > Organizations > Quality > Six Sigma > Statistical Tools > QFD Master )
69 TGG 9/98
Measure/Identify
What we covered in this section

• Benefits of Quality Functional Deployment (QFD)
• Different types of QFD’s available
• How to generate a system level QFD
– Structuring the QFD Flowdown
– Components of the House of Quality
– Identify system functionality and measurements
– Group Exercise: Building a system level house
– System level CTQ identification
• How to generate a sub-system/component level QFD
– Flowdown from system level QFD
– Identify sub-system functionality/component design features
– Group Exercise: Building a sub-system level house from system
level requirements
70 TGG 9/98
SUMMARY Measure/Identify
• QFD is a method to flow down requirements to all levels
- Performance Level (System, Sub-System QFD)

- Dimensional/Component Level (Component QFD)
- Manufacturing Processes (Manufacturing Process QFD)
• Enhances knowledge of our product from system down to

assembly level.
• Is a tool which helps allocate resources to have the greatest

impact on the customer.
• Is a tool which can be used to help design processes by

focusing on measurable characteristics which directly
relate to the customer needs.
71 TGG 9/98
Measure/Identify
Appendix
SAMPLE QFD’s:
1.)Engine:
-System Level
-Sub-System Level
-Component
2.)Inverter:
-System Level
-Sub-System Level
-Component
3.)AC6000 Alternator
4.)GE Power Generation:
-System
-Component
72 TGG 9/98
Measure/Identify
Engine QFD Examples
73 TGG 9/98
Measure/Identify
Inverter QFD Examples
74 TGG 9/98
Measure/Identify
AC 6000 Alternator
QFD Examples
75 TGG 9/98
Measure/Identify
GE Power Generation
QFD Examples
76 TGG 9/98

QFD Construction: A Step by Step Process: System Level

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QFD Construction: A Step by Step Process: System Level

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Measure/Identify

QFD Construction: A Step by Step Process

Upon Completion of this Module the student is

This Includes the fundamental process of

What are we Going to Cover ???

Where does the QFD Tool fit in the DFSS Process?

Assess Process Capability to Achieve

• Process Capability Models

• Six Sigma Tools Estimate σ (DFSS Scorecard) and Cost

• Accelerated Testing Identify Future

What is Quality Functional Deployment (QFD)?

Connect the voice of the customer to

• There is no one method to generate houses of quality.

• Assuring proper QFD flowdown takes planning.

THIS IS CRITICAL TO ENSURE THE

Sub-System # 1 Functional Measurements

Component Design Features

Sub-System # 1 Funct. Measmts.

Comp. Design Features

What Types of QFD’s can be generated?

Address Key Address Various Address Key

(CTQ Flowdown) (Commercial Quality)

Design and set up the QFD to yield the greatest impact.

Why use a QFD?

• To improve the communication of customer wants throughout the

• To better identify performance CTQ’s and identify key processes

• Resource Management Tool: By understanding the characteristics

• To Decrease the total time to design a System or Process

When Do We Use a QFD?

Anytime you want to insure that you

Importance of System/Subsystem Level Requirements

- Early requirement development has a large impact on system producibility.

- Inexpensive to make changes during early system design.

- Identifies early parts and process issues.

- Performance enhancements may be gained through statistical analysis.

QFD can be the tool to achieve the above information

Resource Resource Allocation

Purpose of the system level house is

System Level Requirements/

Competitive Satisfaction performance

Normalized Raw Weight

Step 1: Determining the Customer Needs

– Purchaser of the product

• Customer needs should be general and consist of 15-20 items.

1. Who are the customers?

2. Define what the product/system is that you will be focusing on.

• Begin by determining all the “Primary Needs of the Customer”

– Convenience: This includes the ease of use, handling during operation

• KANO Model - (Continued)

– Cleanability: When it comes out of the wash, is it clean?

– Reliability and Durability: No breakdowns, 92 day minimum

– Safety and Conformance: Is designed with safety as the most important

– Installation and Distribution: Unit dimensions and environmental

– Serviceability: If it does break, can it be fixed?

Primary Categories are Generic In Nature

Configurations and features are NOT

Air Conditioning is a feature which satisfies a customer need for Comfort